DOT GIS CMMGIS CMM and State DOTs

GOTUG Webinar

January 9, 2019

Today’s Outline

What is a GIS CMM?

What are State DOTs doing with GIS CMMs?

What is a GIS CMM?

What is CMM?

Capability Maturity Model

Tool to objectively assess the ability of an organization’s processes to implement a

(software) project

Assessment/measurement of organization’s

Objects/Technology

Processes/Structures

People/Culture

A method to improve your organization’s processes

Maturity Levels

InitialRepeatable

DefinedManaged

Optimized

• Processes are

disorganized

• Individual efforts

• Not repeatable

• Not defined and

documented

• Reactive, ad-hoc

• Basic management

techniques

• Successes can be

replicated

• Established

process

• Documented

processes

• Generally

consistent

application

• Documented

processes

• Performance

measured

• Documented

processes

• Performance

measured

• Continuous

process

improvement

Maturity

What are the measures?

What is a GIS CMM?

Helps an answer the question, “Got Enterprise GIS?”

Ultimately defines an Enterprise GIS

Helps you measure yourself to see if you are there

Examples of GIS CMMs

URISA GIS CMM

Downloadable PDF Document

Questions only

Service – Questions, Results,

Summary Visualizations

Slimgim-T

Downloadable spreadsheet

MS Excel, Google Sheet

Questions, Results, Summary

Visualizations

https://www.urisa.org/main/gis-management-institute/ https://www.slimgim.info/

URISA GIS CMM

Enabling Capability Component

23 Questions

Do you have the resources,

organizational structure, and

infrastructure to do what you need

to do?

Execution Ability Component

22 Questions

Are you able to maximize the use

of your available capability?

URISA GIS CMM – Enabling Capability

URISA GIS CMM – Execution Ability

URISA GIS Capability Maturity

Assessment Service

A comprehensive assessment of GIS management capability maturity. The

assessment tool indicates your organization’s GIS management maturity on a

wide range of geospatial capabilities.

Annual self-administered assessment of key metrics associated with organizational

GIS management maturity levels

Results report and graphic charting

Visualize your organization’s GIS management strengths and weaknesses

Comparison across other organizations

For URISA members

https://www.urisa.org/main/gis-management-institute/

URISA GIS CMM Results

URISA GIS CMM Results Comparison

Slimgim-T CMM

Based on Slimgim CMM by Paul Giroux

Creative Commons License

Components

Organizational Structure & Leadership (8)

Corporate Culture (11)

Organizational Capability (4)

Enterprise GIS Sustainability (8)

Foundational Data & Technologies (11)

Slimgim-T CMM

1. Organizational Structure and Leadership

Mat

uri

ty

Like

liho

od

GIO 1.1 GIS manager or coordinator

The organization has a permanent Enterprise GIS management function and position. 2 5

GIA 1.2 GIS is authoritative

Spatial data has been recognized as a critical component of business systems and should work seamlessly

between the business systems and the software. 2 3

FGG 1.3 Formal GIS governance

Formal GIS governance is established which may include committee structures, user groups and working

groups. Some structure is in place to coordinate long range planning, stakeholder satisfaction and ability

to leverage EGIS are in place in some organized manner.

5 4

GRA 1.4 GIS resource allocation

Management has in place policies, procedures, and sufficient resource allocation to maintain GIS related

services2 5

VCU 1.5 GIS v ision & comprehensive use

Formal GIS governance is established which may include committee structures, user groups, and working

groups. Some structure is in place to coordinate long range planning, stakeholder satisfaction, and ability

to leverage EGIS are in place in some organized manner. 5 2

IDC 1.6 Inter-department cooperation

An emphasis is placed on integration and coordination of inter-departmental activities. There are

processes and procedures in place for inter-departmetal conflict management and to prevent duplicative

efforts.

4 2

GPA 1.7 GIS projects align with enterprise vision

GIS projects undertaken work seamlessly within the enterprise framework and aim to help the

agency work smarter and more efficiently. 3 4

SUS 1.8 Strategic use of GIS by senior management

Senior management recognizes EGIS as a strategic technology. 2 3

1. Average maturity of organizational structure and leadership 3.1 3.5

Enter value of 1 - 5

Auto update totals

Maturity

1 = Ad-hoc

2 = Repeatable

3 = Define

4 = Managed

5 = Optimized

Improvement Likelihood

1 = Extremely Unlikely

2 = Likely

3 = Neutral

4 = Unlikely

5 = Extremely Likely

1. Organizational Structure and Leadership

Mat

uri

ty

Like

liho

od

GIO 1.1 GIS manager or coordinator

The organization has a permanent Enterprise GIS management function and position. 2 5

GIA 1.2 GIS is authoritative

Spatial data has been recognized as a critical component of business systems and should work seamlessly

between the business systems and the software. 2 3

FGG 1.3 Formal GIS governance

Formal GIS governance is established which may include committee structures, user groups and working

groups. Some structure is in place to coordinate long range planning, stakeholder satisfaction and ability

to leverage EGIS are in place in some organized manner.

5 4

GRA 1.4 GIS resource allocation

Management has in place policies, procedures, and sufficient resource allocation to maintain GIS related

services2 5

VCU 1.5 GIS v ision & comprehensive use

Formal GIS governance is established which may include committee structures, user groups, and working

groups. Some structure is in place to coordinate long range planning, stakeholder satisfaction, and ability

to leverage EGIS are in place in some organized manner. 5 2

IDC 1.6 Inter-department cooperation

An emphasis is placed on integration and coordination of inter-departmental activities. There are

processes and procedures in place for inter-departmetal conflict management and to prevent duplicative

efforts.

4 2

GPA 1.7 GIS projects align with enterprise vision

GIS projects undertaken work seamlessly within the enterprise framework and aim to help the

agency work smarter and more efficiently. 3 4

SUS 1.8 Strategic use of GIS by senior management

Senior management recognizes EGIS as a strategic technology. 2 3

1. Average maturity of organizational structure and leadership 3.1 3.5

Slimgim-T Results

Slimgim-T Results

What are states doing with GIS

CMMs?

Understanding State DOT GIS CMM

Efforts

Business Case for GIS Case Studies (2015)

Organizational Assessment Peer Exchange (2016)

URISA Pilot State Case Studies (2017)

GIS CMM Peer Exchange (2017)

Slimgim-T Case Studies (2018)

GIS CMM Pilot States (and a Province)

States volunteered

to try out GIS CMMs

Captured their

experiences in

interviews

Results of

interviews

produced case

study reports

Motivations

Benefits

Challenges

Lessons Learned

Why do DOTs want to use a GIS CMM?

Formally identify current business process limitations

Leverage model results to prioritize and promote needed GIS projects

Demonstrate the success of other GIS initiatives

Compare evaluation results with other similar agencies

Benefits to Using a GIS CMM

Allows GIS professionals to demonstrate changes in maturity that result from

clearly defined and executed tasks

Helps identify strengths, weaknesses in GIS applications and services at an

agency

Facilitate discussions that can lead to actionable short-term and long-term

items

Challenges to Using a GIS CMM

Completing a new CMM assessment can be time-intensive

Limited staffing to do the CMM

Lessons Learned

CMMs and scaled assessments are critical to developing GIS departments

Strong understanding and “buy-in” is needed in order to start and complete

the analysis effectively

A test run can be helpful to get context before taking an in-depth approach to

the CMM

Identifying an efficient organizational structure of GIS, IT, and Planning

departments within an agency is critical

Establish efficient data management policies and processes in order to

maintain continuity.

My Observations

Working on the CMM is as valuable as the results itself

Conversation starter

Approaches for completing a CMM will impact results

Individual effort

Group effort

Several individuals coming together to compare results

Share and compare results can have big benefits

Individual State GIS CMM efforts can give national perspective

Help peers learn from each other

Need exists for successful strategies for doing GIS CMM

Mature Organization can lead to Successful GIS applications

Summary

What is GIS CMM?

What is CMM?

URISA GIS CMM

Slimgim-T CMM

What are State DOTs doing with GIS CMM?

Who

Motivations for doing a GIS CMM

GIS CMM Benefits and challenges

Pilot states lesson learned

Observations

More Detailed Information Available

FHWA Reports at https://gis.fhwa.dot.gov

Organizational Assessments and GIS Peer Exchange Summary Report -https://www.gis.fhwa.dot.gov/documents/Capability_Maturity_Model_Peer_Exchange.htm

URISA GIS CMM Case Study Report -https://www.gis.fhwa.dot.gov/documents/GIS_Capability_Maturity_Models_Case_Studies.htm

CMM Peer Exchange Summary Report -https://www.gis.fhwa.dot.gov/documents/Capability_Maturity_Model_Peer_Exchange_Ohio_Sept2017.htm

Slimgim-T Case Study Report - https://www.gis.fhwa.dot.gov/documents/Slimgim-T_GIS_Capability_Maturity_Model.htm

Contact – Mark Sarmiento, mark.sarmiento@dot.gov

One more thing…Special Interest Group (SIG) Meeting at 2019 AASHTO GIS-T Symposium,

April 23 – 26, 2019, Kissimmee, Florida.